After the Assessment, the Real Work Began: Process Redesign and IT Execution for an Expanding Brewer
A craft brewery with a strong regional brand and growing national presence was preparing to open a second full-scale production facility. The company ran a broad application portfolio across brewing, supply chain, finance, distribution, and customer operations, supported by a small internal IT team. With a fresh IT assessment and roadmap in hand, the company needed experienced resources to execute: improving business processes, managing a complex project portfolio, and keeping IT initiatives on track during the most demanding year in the company's history.
Industry: Craft Brewery
Size: ~500 Employees; in the top 5 craft brewers by volume
Ownership: Private
Business Challenge
A completed assessment is only as valuable as what happens next. The company faced a significant execution gap: many core business processes were undocumented or inconsistent, a new facility was approaching its launch date, and the internal IT team was too stretched to manage both day-to-day operations and a large portfolio of concurrent initiatives.
The risk of replicating broken processes into the new facility was real. Without dedicated resources to lead process improvement and project delivery, the roadmap priorities identified in the assessment would stall, and the new location would open on an unstable operational foundation. Specific challenges included:
Core business processes that were undocumented, inconsistent across teams, or not designed for multi-site execution
A portfolio of in-flight IT projects with no dedicated project management, risking missed milestones and scope creep during a critical launch period
Vendor selection decisions that needed structure and objectivity at a time when the business lacked bandwidth to evaluate options rigorously
An IT team too consumed by current operations to also drive strategic initiatives forward
Our Approach & Solution
CIO Source provided embedded consulting support across two parallel workstreams.
Business Process Management: A dedicated senior process engineer assessed, documented, and redesigned key operational processes across multiple functional areas. Work focused on processes that would need to operate consistently across two facilities. Change management support helped the organization adopt new ways of working before the expansion went live.
IT Roadmap Execution: CIO Source provided project management and business analysis for select IT initiatives, advisory support on strategy and vendor selection, and coordination with managed services providers. This kept the project portfolio moving while the internal team stayed focused on day-to-day operations.
Business Results & Outcomes
Core business processes were documented and optimized before being replicated to the new facility, preventing the export of operational inefficiencies across locations
Strategic IT projects were delivered with dedicated project management, reducing delivery risk and relieving pressure on an already-stretched internal team
Vendor evaluations were completed with structure and objectivity, giving leadership confidence in procurement decisions during a high-stakes period
The IT roadmap remained actionable and on track through a period of rapid organizational change and competing priorities
Executive Takeaway
An assessment without execution is just a report. CIO Source stayed through the hard part, providing the process expertise and project leadership that turned a roadmap into an operating reality ahead of a major facility launch.